There is no doubt that the social media revolution is in full swing, and has already done a lot to revolutionise the way we do business. Is your company ready to take advantage of this new media, or have you taken the plunge but are not sure what the best method is. Artesian soultions, our newest contributor, have some excellent advice about managing your brand and sales through the use of social media.
Recently, we’ve been asked a lot about Business Analytics; it’s benefits, drawbacks and how to implement it. Our newest contributor, Artesian Systems, is a specialist in that area. Here are a few words of advice from them.
Business Continuity comes in several forms, but is mainly concerned with helping to manage risks within a business, ensuring the continuity of critical functions in the event of disruption or disaster. A good continuity plan allows a business to minimise potential disruption and efficiently manage recovery afterwards.
The starting point of forming a continuity plan is to look at what your key services are, and what the threats to them are. This can be achieved with a Business Impact Analysis or a thorough Risk Assessment, to identify these critical areas.
Businesses often develop both generic and specific continuity plans. A generic core plan enables and organisation to deal with a wide range of situations, and a set of more specific plans to deal with separate departments.
A continuity plan has to be tested before it can said to be reliable. Testing should involve rehearsing staff members, testing backup systems (power, lighting etc) and validating and reworking of plans if needed.
The British Standards set out some useful guidelines for the execution and implementation of a business continuity management system, including the lifecycle and points below:
The British Standard sets out six elements to the Business Continuity Management process.
BCM programme management - Programme management enables the business continuity capability to be both established (if necessary) and maintained in a manner appropriate to the size and complexity of the organisation.
Understanding the organisation - The activities associated with “Understanding the organisation” provide information that enables prioritisation of an organisation’s products and services, identification of critical supporting activities and the resources that are required to deliver them.
Determining business continuity strategies - This allows an appropriate response to be chosen for each product or service, such that the organisation can continue to deliver those products and services at the time of disruption.
Developing and implementing a BCM response - This involves developing incident management, business continuity and business recovery plans that detail the steps to be taken during and after an incident to maintain or restore operations.
BCM exercising, maintaining and reviewing BCM arrangements - This leads to the organisation being able to demonstrate the extent to which its strategies and plans are complete, current and accurate and identify opportunities for improvement.
Embedding BCM in the organisation’s culture - This enables BCM to become part of the organisation’s core values and instils confidence in all stakeholders in the ability of the organisation to cope with disruptions.
Information and data management systems are an integral part of your business. Without proper systems in place, and from the beginning of the business, an organisation can be seriously affected. When implemented correctly it helps businesses to deliver their products more effectively.
In order to begin the process you have to understand the information architecture of your company. This means mapping the creation, use and storage of data of either the whole organisation or by department. From there you can both create a strategy to efficiently handle this data flow and see potential bottlenecks or other problems.
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